There are many things or situations that can make us satisfied at work and at the same time give us motivation to continue working. We know that motivation comes from the inside of an individual (Herzbergs 1959 cited in Poulston, J.L. 2009) but I have highlighted three main points that from my viewpoint can achieve this purpose taking in consideration the type of management style applied in the workplace.

Recognition-Appreciation

I consider more than important feeling recognised at work because it boosts your self-esteem, which as Maslow’s Hierarchy of needs (1985 cited in Mullins 2007) helps you to achieve your goal or full potential, also improve your confidence and increase your motivation at work. Therefore, your efficiency at work and the goals of the company could improve considerably. According to Mullins (2001) this is one of the things managers, who do not do things in a responsible way, take for granted; but quickly criticise when staff occasionally does not meet the expectations. If you feel appreciated in your workplace, it makes you feel important and valuable. Mullins (2001, p.160) “Positive feedback on good performance is a strong motivator”. Formal recognition is public and generally promoted by the company but Locke (2009) states that if it is not fairly or consistent the staff would not take it seriously so it is more valuable to appreciate employees personally and privately.

No criticism.

When you criticise someone always is going to find the way to justify his action not to repair what he or she did wrong. “Instead of condemning people, let’s try to understand them. Let’s try to figure out why they do what they do.”, said Carnegie (2006, p.17). Constructive criticism is the way staff are more likely to accept it and respond positively (Mullins, 2001) most people realises when they do something wrong and majority of people feel bad about it and normally what we are expecting is that someone reprimand us or sometimes even fire us. A manager who can master this `rule`, which is not easy, will really be able to find out what it needs to be improved at the workplace or what system is no longer working. In addition, it creates a peaceful environment and allows staff to become more responsible, efficient and effective in the long terms because even if employees do wrong their perception is that their bosses believe in them, in what they are able to achieve and do better. Others call this ‘rule’ learn interpersonal skills, which according to Locke (2009) is how to learn appropriate ways of behaving with others around you regardless of your emotional impulses. This system works with McGregor’s ‘X’ and Y theory in which some managers give people independence because supposedly they know what they have to do, that is why they were hired but according to Fullmer, S. (2012) this ‘Y’ theory is more successful if it is applied to senior managers, leaders and professionals rather than workers. Obviously, the manager’s mood influence directly to the entire office and his ‘X’ theory says the way and the attitude strictly; dictatorial or military affect the way staffs behave. Locke (2009) believes that no one has to be a manager in an organization without having a nice personality because it incites anxiety and fear and staff will see them has a threat. I agree with that, it is not effective working in fear but neither is with too much confidence because employees tend to relax and be less efficient.

Environment-Relationships

The environment in which you work has to meet minimum conditions so staff can feel comfortable (Maslow 1943) having water, toilets, heater, chairs, tables etc. so their own motivation does not decrease or they neither feel dissatisfy according to Herzberg’s Two Factor theory (Mullins J. L. (2008), because the lack of working conditions demotivates staff. In cruise ships working environment is highly important (Sehkaran, S. N. and Sevcikova, D. 2011) because influences in employees’ motivation and it is a critical factor to the success of the cruise tourism. Beside with the environment, your relationships come within your workplace. If everything is perfect but you do not get along with anybody or in the worst cases they hate you or vice-versa the environment would be tense, with poor communication and employees’ performance would be extremely low and the overall objectives and company goals would be affected just because of the inter-relationships. Managers also can influence the general environment of the office because they are in position of power (Locke, 2009). A study carried out in 2009 by Poulston among staff, supervisors and manager from 27 hospitality establishments in Auckland, New Zealand shows that the main reasons for employees in the hospitality sector to leave their workplace were dissatisfaction with their pay, their supervisors and the working conditions, which demotivate them severely. Again feeling satisfied keeps people motivated. In my opinion, there is no point of getting up and going to work when nothing can motivate you except the money. I do not consider that worthy enough. Most people could think that is highly important and it is; (Taylor‘s theory) but not necessarily a good wage give you happiness at work when you feel miserable. There is a point when salaries cannot paid your discomfort, lack of satisfaction or frustration of how you have been treated or ignored by your mates or even bullied at work that is why I focus in the workplace environment and the people around employees.

Discussion

I consider that Herzberg ‘s Two Factor Theory is vital to feel satisfied at work because the motivator factors are crucial to enhance employees’ performance and the hygiene factors are needed in order to avoid dissatisfaction which leads employees to leave their companies. The problem regarding this theory is that does not pay too much attention in personal evolution (Fullmer, S. 2012). Nevertheless, this can also be an internal motivation, which would not be necessarily reflected in the theory.

I agree with Maslow’s Hierarchy of needs that you need to fulfil those five levels of needs in order to gain motivation but not necessarily on that order (starting from the basic need) neither fulfil each need at the time, we can fulfil more than one. It depends on what it is more important on each individual.

The combination of these two theories along with Mayo and Taylor's motivation theories is what has made Tesco be the largest British retailer and one of the world's leading retail outlets on three continents with net profits of around £3.4 billion. Tesco believes that “by valuing employees, providing realistic goals and an interesting environment for them to work in, it increases employees’ motivation” and contemplate that business is form by consumers and staff. (The times 100 p.2)

Management Styles Relationships

McGregor’s theory ‘X’ and theory ‘Y’ this observe how the attitude of managers can affect employee’s performance within an organisation. He believes there are two ways managers can behave: with authority or giving freedom to staff.

Maslow’s Hierarchy of Needs

Each need as to be fulfilling completely in order to fulfil the next level Maslow suggested that achieving one level motivates us to achieve the next. Once the five needs are covered, people are motivated to perform better.

Taylor’s Scientific Management theory (Mullins, L. J. 2008)

Taylor explains that workers work for money that it is their main motivation.

Mayo’s Hawthorne experiment theory (Mullins, L. J. 2008)

It explain that workers are motivated not just by money also by working conditions, relationships, team work, greater communication, involving others in decision making and ensuring work is interesting and no repetitive.

Herzberg two- factor theory motivation

Herzberg showed that to motivate an employee a business needs to create conditions in the workplace:

Motivators that cause the employees to enhance the level of their performance and effectiveness in the workplace (include career growth, responsibility, achievement etc.) Hygiene factors are essential in the workplaces in order for the employees not feeling dissatisfied, but at the same time, these factors do not cause satisfaction. Both factors are essential to be motivated not just one.

Herzberg indicates that to motivate an employee a business needs to create conditions that make him or her feel fulfilled in the workplace. Moreover, these conditions are similar to the basic needs, which Maslow identified that motivate individuals.

Taylor theory

What Tesco applies:

Employee Reward Programme

Tesco supports the varied lifestyles of individual employees

through relevant and targeted benefits such as:

Life Style Break (4-12 off work and guarantee of have it back at the end)

Career Break (6months -5 years away from work and the right to return)

Pension Scheme

Mayo Theory

What Tesco applies:

Increase communication and being ask for their opinion

Viewpoint Staff Satisfaction survey (every year)

360 degree feedback

1-1 discussion with managers

Appraisals

Intranet or Newsletter

Maslow’s theory and what Tesco applies

In this case, Tesco supplies employee’s needs easily because of all the feedback obtained in all its surveys, forums, 1-1 and all the ways that they gather information from their staff and customers.

Hertzberg theories What Tesco applies:

Appropriate and timely communication

Show recognition by Delegating responsibility and involving staff in decision making; hold forums each year where staff can be part of the discussion on pay raises;

Tesco staff can influence what type of food goes to its restaurant menus

Give opportunities to staff and managers to take a share

It offers reviews and person development plans which recognise their abilities and achievements and provide them a career progression.

After analysing Tesco’s still in practice motivation theory it is easily understandable why they said “Every little helps” It is the proper way to looking after your personnel and customers knowing what they are thinking, what they would like and make them happy and for that, they focus in the working environment and relationships, recognition and communication.

In addition, McDonalds offer its Olympic Champion Crew in 2012 recognition and rewards after building an Olympic spirit of motivation within their employees according to Hall, T. and Harwood, S. (2012) they motivate staff by giving them the opportunity to be part of London 2012. This makes me realise how important the atmosphere at work is, how affects and motivates people. Twelve thousand crew plus 100 manager and consultant staff joined the programme to be shortlisted and be part of that team.

McDonalds Recognition and rewards programme

Free accommodation at a four star hotel in central London if from outside of London

Access to a crew lounge at the hotel

At least one ticket to an Olympic event

Opportunities to socialise with their peers from around the world at cultural activities

A free smartphone

I was part of the security team and they did not give us any reward to build that Olympic spirit environment at work. Neither the chance to connect more with your colleagues and share experiences, watch any kind of sport after finishing hour shift and feel more motivated at work. If we had been able to keep up the motivation that we all had at the beginning of our Olympic journey, we could have easily forgotten the bad experiences: not having your lunch, not being able to go to the restroom, bad planning, no scheduled shifts, lack of training, small portions of food and not very tasty; others even poor wages. With good environment and people recognising your efforts and sacrifices that you do, it could have been a better and incomparable 2012 Olympic internally. I know from the outside was all a huge success but from inside was very disappointing, we ended up with no motivation at work and many people left before they were supposed to.

CONCLUSION:

Tourism and Hospitality industry has a stressful work environment and instable because of the long shifts, not well paid wages, changing timetables, shortage of staff, difficult customers complaining, time constraints, work overload, shift work and sometimes no breaks (Lo & Lamm, 2005 cited in Poulston, J.L 2009). Consequently, it is important that employees feel rewarded, good treated and in a good environment that can help them not, feeling dissatisfied. However, the results that individuals expect from their actions vary also their grade of motivation, which will be influenced by that. Managers have to make an effort to build this good environment with communication, and get trained and skilled. “…by meeting employees’ needs, management also meets the organization’s needs” (Poulston J.L. 2009 p24), to know how to motivate staff you need to know what demotivate them (Cripps, 2012) as satisfied employees are more likely to contribute to quality and productivity. Working in tourism and hospitality industry is constantly a customer face role and sometimes it is very demanding and can affect people emotionally so the best way to deal with it is having a good humour, surrounding yourself by a supportive team and have a fair manager with nice and good personality.

Bibbliography

Carnegie, D. (2006) How to win friends and influence people 3rd ed. London: Vermilion

Cripps, P. C., (2012) How to... ...motivate, Caterer & Hotelkeeper, (2012) Vol. 202 (Issue 4751), 26 October 2012, [Online] Available from: Hospitality and tourism complete http://0-web.ebscohost.com.lispac.lsbu.ac.uk/ehost/detail?sid=ac2c4f3b-c9b2-43b4-bf68-61f047bb7c97%40sessionmgr4004&vid=1&hid=4214&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=hjh&AN=83452907

Fullmer, S. (2012) PMP – Beyond self-actualization: leading change – Part 1 [Blog entry]. Available from: http://blogs.interfacett.com/pmp-beyond-self-actualization-leading-change-part-1

Hall, T. and Harwood, S. (2012) Investment in team spirit. Conference & Incentive Travel, September, p.25 [Online] Available from: Hospitality complete Citmagazine.com,

Locke, E. A. (2009) Handbook of principles of organizational behaviour. 2nd ed. New York: John Wiley and Sons Ltd

Mullins, L. J. (2001) Hospitality Management and organisational Behaviour 4th ed. England: Pearson Education Limited

Mullins, L. J. (2007) Management and Organisational Behaviour. 8th ed. Harlow: Prentice Hall [Online] Available from: MyiLibrary http://0-lib.myilibrary.com.lispac.lsbu.ac.uk/Open.aspx?id=155253

Mullins, L. J. (2008) Essentials of Organisational Behaviour 2th ed. England: Pearson Education Limited

Poulston, J. M. (2009) Working condition in hospitality: employees’ views of the dissatisfactory hygiene factors, Journal of Quality Assurance in Hospitality & Tourism, Jan-Mar2009, Vol. 10 (Issue 1), p23-43, 6 Charts.[Online]. Available from: Hospitality complete. http://0-web.ebscohost.com.lispac.lsbu.ac.uk/ehost/pdfviewer/pdfviewer?vid=8&sid=42098c64-f290-4e72-af03-bf33c11a8c1a%40sessionmgr4003&hid=4214

Sehkaran, S. N. and Sevcikova, D. (2011) ‘All board’ motivating service employee on cruise ships, Journal of hospitality and tourism managements special section: cruise tourism. Apr2011, Vol. 18 (Issue 1), pp.70-78, [Online] Available from: Hospitality complete. http://0-web.ebscohost.com.lispac.lsbu.ac.uk/ehost/pdfviewer/pdfviewer?sid=f349f68f-f842-426e-b315-5bfdefe9e1aa%40sessionmgr4004&vid=1&hid=4214

The times 100 (year) Teaching business studies by example [Online] Available from: http://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/introduction.html#axzz2oy1xvGjc

Merchant Policies